Strat Man 5th Ed Ch1 Slctd Slides
•Download as PPT, PDF•
2 likes•2,637 views
Strategic management deals with major initiatives taken by managers to enhance company performance. It involves utilizing resources to take advantage of opportunities and address threats in the changing external environment. Strategic management is important because it concerns the fundamental issues and long-term survival and value creation of an organization. It covers the full scope of a company's activities and directs how the organization adapts its relationships with the environment over time.
Report
Share
Report
Share
![What is strategic management? ,[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Dynamic Capabilities
The document discusses the concepts of dynamic capabilities and the resource-based view of the firm. It explains that dynamic capabilities allow firms to adapt their resource configurations to changing market conditions in order to gain and maintain competitive advantages. Specifically, dynamic capabilities help firms rearrange and develop their resources to create new value through activities like product development, strategic decision-making, and alliance-building. The document also discusses how dynamic capabilities differ based on the level of dynamism in a market and how firms can develop and improve their dynamic capabilities over time through processes like repeated practice, codification of procedures, and learning from failures.
Dynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic ManagementNational Taiwan University Graduate Institute of Business Administration
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.International strategy 1
1) The document discusses various international strategies and entry modes for global organizations including international, multinational, transnational, and global strategies.
2) It analyzes the advantages and disadvantages of different entry modes such as exporting, turnkey projects, licensing, franchising, joint ventures, and wholly owned subsidiaries.
3) The document also covers strategic alliances, noting the benefits of cooperating with potential competitors but also the risks of strengthening future rivals through technology and knowledge sharing.
identifying and analyzing opportunity....
The document discusses opportunity recognition and assessment for entrepreneurs. It describes how successful entrepreneurs recognize opportunities by thinking creatively and envisioning new ways of doing things. It also discusses assessing opportunities by analyzing business models, markets, customers and production processes. The opportunity assessment plan involves analyzing competitive products, market size and trends, management skills, and developing a timeline. Overall the document provides guidance on identifying opportunities and evaluating them for commercial viability.
Disruptive innovation
Disruptive innovation describes innovations that create new markets by appealing to customers not served by existing products and eventually disrupting existing markets. It begins by targeting customers not valued by incumbent firms and later lowers prices in the existing market. In contrast, sustaining innovations improve existing products and allow firms to compete against each other. Clayton Christensen's research showed that disruptive innovations are often simpler combinations of existing technologies rather than new technologies. Disruptive innovations are enabled by new business models rather than technologies alone. Christensen distinguished between low-end and new-market disruption based on the customers targeted.
Strategic Management: Concepts & Cases CH:01
This document summarizes key concepts from Chapter 1 of the textbook "Strategic Management: Concepts & Cases". It discusses the three stages of the strategic management process - strategy formulation, implementation, and evaluation. Strategy formulation involves assessing external opportunities/threats and internal strengths/weaknesses to develop long-term objectives and alternative strategies. Implementation requires setting annual objectives, policies, and allocating resources. Evaluation involves measuring and reviewing performance for corrective actions. The overall goal of strategic management is gaining and sustaining competitive advantage.
Strategic Management: Concepts & Cases Chapter 05
This document discusses different types of strategies that companies can employ as part of their strategic management. It describes long-term objectives, financial and strategic objectives, the balanced scorecard technique, levels of strategies for large and small companies, and various intensive, vertical integration, diversification, and defensive strategies. Key strategies mentioned include market penetration, product development, forward and backward integration, related and unrelated diversification, retrenchment, divestiture, and liquidation.
Ch1 the entrepreneurial_revolution
The document discusses the history and concepts of corporate entrepreneurship. It summarizes key thinkers who developed ideas around entrepreneurship from the 18th century onward. It then defines corporate entrepreneurship as the process by which individuals within an existing organization create new organizations or instigate renewal. The document also discusses different approaches to corporate entrepreneurship like corporate venturing, intrapreneurship, and entrepreneurial transformation. It contrasts traditional management styles with entrepreneurial management.
Recommended
Dynamic Capabilities
The document discusses the concepts of dynamic capabilities and the resource-based view of the firm. It explains that dynamic capabilities allow firms to adapt their resource configurations to changing market conditions in order to gain and maintain competitive advantages. Specifically, dynamic capabilities help firms rearrange and develop their resources to create new value through activities like product development, strategic decision-making, and alliance-building. The document also discusses how dynamic capabilities differ based on the level of dynamism in a market and how firms can develop and improve their dynamic capabilities over time through processes like repeated practice, codification of procedures, and learning from failures.
Dynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic ManagementNational Taiwan University Graduate Institute of Business Administration
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.International strategy 1
1) The document discusses various international strategies and entry modes for global organizations including international, multinational, transnational, and global strategies.
2) It analyzes the advantages and disadvantages of different entry modes such as exporting, turnkey projects, licensing, franchising, joint ventures, and wholly owned subsidiaries.
3) The document also covers strategic alliances, noting the benefits of cooperating with potential competitors but also the risks of strengthening future rivals through technology and knowledge sharing.
identifying and analyzing opportunity....
The document discusses opportunity recognition and assessment for entrepreneurs. It describes how successful entrepreneurs recognize opportunities by thinking creatively and envisioning new ways of doing things. It also discusses assessing opportunities by analyzing business models, markets, customers and production processes. The opportunity assessment plan involves analyzing competitive products, market size and trends, management skills, and developing a timeline. Overall the document provides guidance on identifying opportunities and evaluating them for commercial viability.
Disruptive innovation
Disruptive innovation describes innovations that create new markets by appealing to customers not served by existing products and eventually disrupting existing markets. It begins by targeting customers not valued by incumbent firms and later lowers prices in the existing market. In contrast, sustaining innovations improve existing products and allow firms to compete against each other. Clayton Christensen's research showed that disruptive innovations are often simpler combinations of existing technologies rather than new technologies. Disruptive innovations are enabled by new business models rather than technologies alone. Christensen distinguished between low-end and new-market disruption based on the customers targeted.
Strategic Management: Concepts & Cases CH:01
This document summarizes key concepts from Chapter 1 of the textbook "Strategic Management: Concepts & Cases". It discusses the three stages of the strategic management process - strategy formulation, implementation, and evaluation. Strategy formulation involves assessing external opportunities/threats and internal strengths/weaknesses to develop long-term objectives and alternative strategies. Implementation requires setting annual objectives, policies, and allocating resources. Evaluation involves measuring and reviewing performance for corrective actions. The overall goal of strategic management is gaining and sustaining competitive advantage.
Strategic Management: Concepts & Cases Chapter 05
This document discusses different types of strategies that companies can employ as part of their strategic management. It describes long-term objectives, financial and strategic objectives, the balanced scorecard technique, levels of strategies for large and small companies, and various intensive, vertical integration, diversification, and defensive strategies. Key strategies mentioned include market penetration, product development, forward and backward integration, related and unrelated diversification, retrenchment, divestiture, and liquidation.
Ch1 the entrepreneurial_revolution
The document discusses the history and concepts of corporate entrepreneurship. It summarizes key thinkers who developed ideas around entrepreneurship from the 18th century onward. It then defines corporate entrepreneurship as the process by which individuals within an existing organization create new organizations or instigate renewal. The document also discusses different approaches to corporate entrepreneurship like corporate venturing, intrapreneurship, and entrepreneurial transformation. It contrasts traditional management styles with entrepreneurial management.
Sk II - International Marketing
The document discusses P&G's SK-II skin care brand, which originated in Japan in 1980 and is considered a luxury ritual product. It provides an overview of SK-II's globalization strategy and opportunities for expanding the brand into new markets like China and within Japan. Key discussions include analyzing cultural differences that could impact expansion, educating consumers, and strategies around brand identity, customer loyalty, and pricing to maximize potential in these new markets.
Principles of Management Chapter 08
This document discusses planning and strategy for organizations. It defines planning as identifying goals and courses of action, while strategy is deciding on goals, actions, and resource allocation. There are different levels and time horizons for plans, from short-term operational plans to long-term strategic plans. Scenario planning involves generating forecasts of future conditions and responses. Strategies are formulated through analyzing strengths, weaknesses, opportunities, and threats via SWOT analysis. Porter's five competitive forces model also informs strategy by assessing rivalry, potential entry, supplier and customer power, and substitutes.
Strategy analysis andchoice
This document discusses strategic analysis and choice frameworks. It introduces concepts to help strategists generate alternatives, evaluate them, and choose a course of action. It describes the nature of strategy analysis and choice, including establishing objectives, generating alternatives, and selecting strategies. Analytical frameworks covered include the internal-external factor matrices, SWOT analysis, BCG matrix, and matching key internal and external factors to formulate alternative strategies. Limitations of the SWOT matrix are also noted. The overall purpose is to provide strategists with tools and concepts to aid in strategic decision making.
International Strategies
International Strategic Management is an ongoing management planning process aimed at developing strategies to allow an organization to expand abroad and compete internationally.
An organization must be able to determine what products or services they intend to sell, where and how the organization will make these products or services, where they will sell them, and how the organization will acquire the necessary resources for these tasks. Even more importantly an organization must have a strategy on how it expects to outperform its competitors.
Course 1 - Intro to entrepreneurship
The document provides an introduction to entrepreneurship, discussing that it is a discipline that can be learned, not magic. It defines different types of companies and the characteristics of entrepreneurs versus managers. Entrepreneurship involves recognizing opportunities where others see chaos. Entrepreneurial culture prefers new ideas and innovation. While entrepreneurship offers benefits like independence and potential financial rewards, it also carries risks like a lack of experience and improper planning.
le2-pptslide
This document discusses entrepreneurial behavior and personality. It defines an entrepreneur as an individual who runs their own small business and assumes the risks and rewards. Entrepreneurs take on roles like business leader, innovator, and motivator. They work as business planners, hiring labor, acquiring resources and financing. Some obstacles they face include overcoming bureaucracy, hiring talent, and acquiring financing. The document outlines attitudes needed to start a business like doing what you enjoy and managing money wisely. It discusses theories of entrepreneurship like focusing on innovation or understanding the market. Motivation and locus of control theories are also covered. The decision making process, time management, skills, and intrapreneurship vs entrepreneurship are summarized.
Ge’s two – decade transformation
Jack Welch led a two-decade transformation of GE through restructuring, cultural changes, and strategic initiatives. When he became CEO in 1981, GE faced challenges from economic recession and inefficient operations. Welch restructured GE by divesting 200+ businesses, making 370+ acquisitions, and eliminating over 200,000 jobs. He introduced initiatives like Six Sigma to improve quality and services businesses to diversify revenues. By pursuing boundaryless operations and developing leaders, Welch transformed GE's culture. Through three waves of changes from 1981-2001, he helped GE become the most profitable and diversified company.
Lecture 2 Corporate Entrepreneurship.ppt
This document discusses various aspects of fostering corporate entrepreneurship. It describes factors that contributed to the emergence of entrepreneurial economies, including advances in technology and demographic trends. It also outlines steps that can help develop an entrepreneurial mindset within organizations, such as setting goals, providing feedback, and emphasizing individual responsibility. Additionally, the document presents models for sustaining corporate entrepreneurship and developing innovative teams.
David sm13 ppt_08
This document discusses issues related to implementing strategies in marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It provides examples of decisions that must be made in each area, such as how to segment markets, position products, acquire capital, evaluate business worth, approach R&D, and utilize MIS functions. The key challenges of strategy implementation are also noted, such as the fact that less than 10% of formulated strategies are successfully implemented.
Case Study Analysis on General Electric
This document provides a case study analysis of General Electric's organizational strategy. It analyzes GE's internal capabilities, which it identifies as key sources of sustained competitive advantage. These capabilities include leadership, human resource development, organizational structure, innovation, marketing/brand portfolio, and customer service. For each capability, the document describes how GE has built and leveraged that capability, such as through training programs, decentralizing its structure, launching initiatives like Ecomagination, diversifying its portfolio for synergies, and focusing on customer relationships. The overall analysis aims to understand the roots of GE's competitiveness through its internal capabilities.
Crucibles slide show final rev.1
Crucibles of Leadership slide show by Calvin Hill and Gilbert Delagarza. A presentation we collaborated on in our Executive MBA Executive Leadership Class.
Leadership - Jack Welch (GE Transformation)
"Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." - Jack Welch
Strategic Management Ch 4
The document discusses environmental scanning and industry analysis for strategic management and business policy. It covers topics such as analyzing the external environment, including natural, societal, and task environments. Porter's five forces model of industry analysis is presented. Other topics include identifying external strategic factors, analyzing industry evolution and different strategic types of firms. Competitive intelligence and monitoring competitors are also discussed. The purpose of environmental scanning and industry analysis is to gather external information relevant to organizational strategy.
Emerging issues.....
This document discusses various topics related to emerging issues in entrepreneurship, including social entrepreneurship, women entrepreneurship, minority entrepreneurship, and ecopreneurship. For social entrepreneurship, it defines the concept, provides examples of social entrepreneurs and their traits, and describes different models of social entrepreneurship including leveraged non-profits, hybrid non-profits, and social business ventures. It also discusses gender issues related to women entrepreneurship and challenges faced. Minority entrepreneurship and the concept of ecopreneurship are introduced. The key driving forces behind ecopreneurship are identified as global population growth, increasing life expectancy, climate change, resource scarcity, and human rights. Principles of e
Mintzberg's Cultural School
This document summarizes the cultural school of strategic management. It discusses the nature of culture from both outsider and native perspectives. Culture is comprised of a worldview, activities, and artifacts. The cultural school was introduced in the 1980s to explain the success of Japanese corporations. It views strategy formation as a collective process that reflects corporate culture. Culture can influence decision-making style and resistance to change. The cultural school emphasizes the role of social processes, beliefs, and values but can be vague and contribute to resistance and conflicts. Theories discussed include appreciative inquiry, Hofstede's cultural dimensions, cultural intelligence, and the Ashridge mission model.
Strategies of strategic management
This document provides an overview of strategy analysis and choice, including generating alternative strategies, selecting strategies to pursue, and frameworks for comprehensive strategy formulation. It discusses various tools that can be used in a three stage process - the input stage uses EFE, IFE and CPM matrices, the matching stage uses SWOT, SPACE, BCG and IE matrices to generate strategies, and the decision stage uses QSPM to evaluate strategies. It also provides details on the SPACE, BCG and IE matrices and how they can be used to analyze strategic position, portfolio of business units, and generate appropriate strategies.
understanding internal and external environment Ppt ch03
This document summarizes a chapter about understanding organizational environments. It discusses the external environment, including the mega-environment and task environment. It also addresses analyzing the environment using population ecology and resource dependence models. Finally, it covers managing the environment through adaptation, influencing favorability, and domain shifting. The internal environment of organizational culture is also introduced.
Business strategy
This document summarizes key concepts around business strategy from a textbook on strategic management. It discusses strategic business units, Porter's three generic strategies of cost leadership, differentiation, and focus. It provides examples of companies using each strategy and explores combining strategies. Graphics are included to illustrate concepts like economies of scale, the strategy clock, and mapping differentiation. The overall focus is on how organizations develop competitive advantages through business-level strategic choices.
Strategic Management: Concepts & Cases Chapter 02
This document discusses vision and mission statements. It defines a vision statement as answering what an organization wants to become, while a mission statement answers what an organization's business is. The document provides examples of vision and mission statements from companies and organizations. It describes the importance of vision and mission statements in providing focus and uniting employees. Characteristics of effective statements are also outlined, including being concise, broad, and reflecting social responsibilities.
Strategic Management: Concepts & Cases Chapter 08
This chapter discusses key issues in implementing strategies related to marketing, finance/accounting, research and development (R&D), and management information systems (MIS). Some important points include: successful strategy implementation requires addressing marketing variables like market segmentation and product positioning; acquiring necessary capital and developing financial budgets are critical finance/accounting issues; R&D influences strategy implementation through new products; and MIS helps coordinate activities and keep managers informed.
Strat Man 5th Ed Ch6 Slctd Slides
Explores the main issues in developing and defining the strategic purpose of an organisation: more on www.global-strategy.net
Strat Man 5th Ed Ch3 Slctd Slides
The document outlines the nine basic analytical tools for analyzing a company's strategic environment: 1) general market evaluation, 2) measuring environmental turbulence, 3) PESTEL analysis, 4) industry lifecycle analysis, 5) key success factors analysis, 6) Porter's five forces analysis, 7) four links analysis, 8) competitor analysis, and 9) customer analysis. It provides a brief overview of each tool to help assess factors in the external environment that influence strategic decision making.
More Related Content
What's hot
Sk II - International Marketing
The document discusses P&G's SK-II skin care brand, which originated in Japan in 1980 and is considered a luxury ritual product. It provides an overview of SK-II's globalization strategy and opportunities for expanding the brand into new markets like China and within Japan. Key discussions include analyzing cultural differences that could impact expansion, educating consumers, and strategies around brand identity, customer loyalty, and pricing to maximize potential in these new markets.
Principles of Management Chapter 08
This document discusses planning and strategy for organizations. It defines planning as identifying goals and courses of action, while strategy is deciding on goals, actions, and resource allocation. There are different levels and time horizons for plans, from short-term operational plans to long-term strategic plans. Scenario planning involves generating forecasts of future conditions and responses. Strategies are formulated through analyzing strengths, weaknesses, opportunities, and threats via SWOT analysis. Porter's five competitive forces model also informs strategy by assessing rivalry, potential entry, supplier and customer power, and substitutes.
Strategy analysis andchoice
This document discusses strategic analysis and choice frameworks. It introduces concepts to help strategists generate alternatives, evaluate them, and choose a course of action. It describes the nature of strategy analysis and choice, including establishing objectives, generating alternatives, and selecting strategies. Analytical frameworks covered include the internal-external factor matrices, SWOT analysis, BCG matrix, and matching key internal and external factors to formulate alternative strategies. Limitations of the SWOT matrix are also noted. The overall purpose is to provide strategists with tools and concepts to aid in strategic decision making.
International Strategies
International Strategic Management is an ongoing management planning process aimed at developing strategies to allow an organization to expand abroad and compete internationally.
An organization must be able to determine what products or services they intend to sell, where and how the organization will make these products or services, where they will sell them, and how the organization will acquire the necessary resources for these tasks. Even more importantly an organization must have a strategy on how it expects to outperform its competitors.
Course 1 - Intro to entrepreneurship
The document provides an introduction to entrepreneurship, discussing that it is a discipline that can be learned, not magic. It defines different types of companies and the characteristics of entrepreneurs versus managers. Entrepreneurship involves recognizing opportunities where others see chaos. Entrepreneurial culture prefers new ideas and innovation. While entrepreneurship offers benefits like independence and potential financial rewards, it also carries risks like a lack of experience and improper planning.
le2-pptslide
This document discusses entrepreneurial behavior and personality. It defines an entrepreneur as an individual who runs their own small business and assumes the risks and rewards. Entrepreneurs take on roles like business leader, innovator, and motivator. They work as business planners, hiring labor, acquiring resources and financing. Some obstacles they face include overcoming bureaucracy, hiring talent, and acquiring financing. The document outlines attitudes needed to start a business like doing what you enjoy and managing money wisely. It discusses theories of entrepreneurship like focusing on innovation or understanding the market. Motivation and locus of control theories are also covered. The decision making process, time management, skills, and intrapreneurship vs entrepreneurship are summarized.
Ge’s two – decade transformation
Jack Welch led a two-decade transformation of GE through restructuring, cultural changes, and strategic initiatives. When he became CEO in 1981, GE faced challenges from economic recession and inefficient operations. Welch restructured GE by divesting 200+ businesses, making 370+ acquisitions, and eliminating over 200,000 jobs. He introduced initiatives like Six Sigma to improve quality and services businesses to diversify revenues. By pursuing boundaryless operations and developing leaders, Welch transformed GE's culture. Through three waves of changes from 1981-2001, he helped GE become the most profitable and diversified company.
Lecture 2 Corporate Entrepreneurship.ppt
This document discusses various aspects of fostering corporate entrepreneurship. It describes factors that contributed to the emergence of entrepreneurial economies, including advances in technology and demographic trends. It also outlines steps that can help develop an entrepreneurial mindset within organizations, such as setting goals, providing feedback, and emphasizing individual responsibility. Additionally, the document presents models for sustaining corporate entrepreneurship and developing innovative teams.
David sm13 ppt_08
This document discusses issues related to implementing strategies in marketing, finance/accounting, research and development (R&D), and management information systems (MIS). It provides examples of decisions that must be made in each area, such as how to segment markets, position products, acquire capital, evaluate business worth, approach R&D, and utilize MIS functions. The key challenges of strategy implementation are also noted, such as the fact that less than 10% of formulated strategies are successfully implemented.
Case Study Analysis on General Electric
This document provides a case study analysis of General Electric's organizational strategy. It analyzes GE's internal capabilities, which it identifies as key sources of sustained competitive advantage. These capabilities include leadership, human resource development, organizational structure, innovation, marketing/brand portfolio, and customer service. For each capability, the document describes how GE has built and leveraged that capability, such as through training programs, decentralizing its structure, launching initiatives like Ecomagination, diversifying its portfolio for synergies, and focusing on customer relationships. The overall analysis aims to understand the roots of GE's competitiveness through its internal capabilities.
Crucibles slide show final rev.1
Crucibles of Leadership slide show by Calvin Hill and Gilbert Delagarza. A presentation we collaborated on in our Executive MBA Executive Leadership Class.
Leadership - Jack Welch (GE Transformation)
"Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." - Jack Welch
Strategic Management Ch 4
The document discusses environmental scanning and industry analysis for strategic management and business policy. It covers topics such as analyzing the external environment, including natural, societal, and task environments. Porter's five forces model of industry analysis is presented. Other topics include identifying external strategic factors, analyzing industry evolution and different strategic types of firms. Competitive intelligence and monitoring competitors are also discussed. The purpose of environmental scanning and industry analysis is to gather external information relevant to organizational strategy.
Emerging issues.....
This document discusses various topics related to emerging issues in entrepreneurship, including social entrepreneurship, women entrepreneurship, minority entrepreneurship, and ecopreneurship. For social entrepreneurship, it defines the concept, provides examples of social entrepreneurs and their traits, and describes different models of social entrepreneurship including leveraged non-profits, hybrid non-profits, and social business ventures. It also discusses gender issues related to women entrepreneurship and challenges faced. Minority entrepreneurship and the concept of ecopreneurship are introduced. The key driving forces behind ecopreneurship are identified as global population growth, increasing life expectancy, climate change, resource scarcity, and human rights. Principles of e
Mintzberg's Cultural School
This document summarizes the cultural school of strategic management. It discusses the nature of culture from both outsider and native perspectives. Culture is comprised of a worldview, activities, and artifacts. The cultural school was introduced in the 1980s to explain the success of Japanese corporations. It views strategy formation as a collective process that reflects corporate culture. Culture can influence decision-making style and resistance to change. The cultural school emphasizes the role of social processes, beliefs, and values but can be vague and contribute to resistance and conflicts. Theories discussed include appreciative inquiry, Hofstede's cultural dimensions, cultural intelligence, and the Ashridge mission model.
Strategies of strategic management
This document provides an overview of strategy analysis and choice, including generating alternative strategies, selecting strategies to pursue, and frameworks for comprehensive strategy formulation. It discusses various tools that can be used in a three stage process - the input stage uses EFE, IFE and CPM matrices, the matching stage uses SWOT, SPACE, BCG and IE matrices to generate strategies, and the decision stage uses QSPM to evaluate strategies. It also provides details on the SPACE, BCG and IE matrices and how they can be used to analyze strategic position, portfolio of business units, and generate appropriate strategies.
understanding internal and external environment Ppt ch03
This document summarizes a chapter about understanding organizational environments. It discusses the external environment, including the mega-environment and task environment. It also addresses analyzing the environment using population ecology and resource dependence models. Finally, it covers managing the environment through adaptation, influencing favorability, and domain shifting. The internal environment of organizational culture is also introduced.
Business strategy
This document summarizes key concepts around business strategy from a textbook on strategic management. It discusses strategic business units, Porter's three generic strategies of cost leadership, differentiation, and focus. It provides examples of companies using each strategy and explores combining strategies. Graphics are included to illustrate concepts like economies of scale, the strategy clock, and mapping differentiation. The overall focus is on how organizations develop competitive advantages through business-level strategic choices.
Strategic Management: Concepts & Cases Chapter 02
This document discusses vision and mission statements. It defines a vision statement as answering what an organization wants to become, while a mission statement answers what an organization's business is. The document provides examples of vision and mission statements from companies and organizations. It describes the importance of vision and mission statements in providing focus and uniting employees. Characteristics of effective statements are also outlined, including being concise, broad, and reflecting social responsibilities.
Strategic Management: Concepts & Cases Chapter 08
This chapter discusses key issues in implementing strategies related to marketing, finance/accounting, research and development (R&D), and management information systems (MIS). Some important points include: successful strategy implementation requires addressing marketing variables like market segmentation and product positioning; acquiring necessary capital and developing financial budgets are critical finance/accounting issues; R&D influences strategy implementation through new products; and MIS helps coordinate activities and keep managers informed.
What's hot (20)
understanding internal and external environment Ppt ch03
understanding internal and external environment Ppt ch03
Viewers also liked
Strat Man 5th Ed Ch6 Slctd Slides
Explores the main issues in developing and defining the strategic purpose of an organisation: more on www.global-strategy.net
Strat Man 5th Ed Ch3 Slctd Slides
The document outlines the nine basic analytical tools for analyzing a company's strategic environment: 1) general market evaluation, 2) measuring environmental turbulence, 3) PESTEL analysis, 4) industry lifecycle analysis, 5) key success factors analysis, 6) Porter's five forces analysis, 7) four links analysis, 8) competitor analysis, and 9) customer analysis. It provides a brief overview of each tool to help assess factors in the external environment that influence strategic decision making.
Global Management 8
The document discusses several frameworks for analyzing the balance of power between international companies and countries, including the ESP Paradigm, Diamond of Competitive Advantage, Stages of Growth Paradigm, and the C-C-B Paradigm. It also examines the bargaining relationship between companies and home/host countries and how this relationship has changed over three phases from the 1950s to present day. Finally, it outlines some of the policies host countries use regarding inward direct investment.
Global Management 2
World trade has significant implications for multinational enterprises (MNEs) and smaller companies. It provides opportunities for market expansion but also political, economic, and cultural challenges. MNEs must consider factors like local product regulations, profit regulations, cultural differences, and economic conditions when operating in foreign countries. Smaller companies also face these challenges when engaging in world trade and must strategically consider issues like local infrastructure and taxation policies. Cultural differences especially impact how MNEs structure relationships between headquarters and subsidiaries.
Strat Man 5th Ed Ch7 Slctd Slides
Explores key aspects of emergent strategic purpose like knowledge, technology and innovative process: more on www.global-strategy.net
Strat Man 5th Ed Ch4 Slctd Slides
The document discusses how to analyze an organization's strategic resources and capabilities. It explains that resources and capabilities are important for strategy because they deliver competitive advantage and value added over time. It outlines steps for identifying an organization's main resources and capabilities, both tangible and intangible, and how they contribute to sustainable competitive advantage. The document also discusses analyzing how resources are used, identifying industry success factors, and leveraging resources for future dynamics.
Global Management 1
The document discusses global management and multinational enterprises (MNEs). It defines MNEs as companies that engage in foreign direct investment and own value-adding activities in more than one country. MNEs are responsible for around 50% of world trade and finance. The document examines why MNEs expand internationally, including to seek resources, markets, efficiencies, and strategic assets. It introduces the Company-Country-Bargaining paradigm to explain the relationships between companies, countries, and their negotiations around issues like tariffs and investment incentives.
Airbnb and the Hotel Industry
This document discusses Airbnb and its impact on the hotel industry. It begins by defining the sharing economy and how Airbnb fits within that trend. It then summarizes Airbnb's business model, rapid growth, and key reasons for its success, which include meeting consumer needs for value, personalization, and empowerment. The document also outlines some of the challenges Airbnb faces, such as regulation and competition from sites focused on luxury rentals, family travel, or hotel services. In conclusion, while Airbnb is disruptive to the hotel industry, hotels are working to address consumer trends and fight back with enhanced loyalty programs and personalized offers.
Presentation of the Airbnb start-up company
This is a presentation on collaborative consumption for our course "New Consumer Trends".
Department of Communication, Media and Culture
Instructor: assistant professor Betty Tsakarestou
Team members: Charalampopoulou Stavrianna, Alexiou Melissa, Georgakopoulou Hara and Sapounas Sokratis
Strategic Management - Lecture 1
Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. In strategy formulation, companies determine their vision, mission, external opportunities and threats, internal strengths and weaknesses, long-term objectives, and alternative strategies. In strategy implementation, companies develop annual objectives, policies, and allocate resources to achieve the strategic plan. In strategy evaluation, companies conduct internal and external reviews to measure performance and make corrective actions. Effective strategic management provides benefits such as enhanced awareness of threats and improved understanding of competitors' strategies.
SEOmoz Pitch Deck July 2011
The document summarizes the history and growth of SEOmoz, an SEO software company founded in 2001 by Rand Fishkin and his mother Gillian. It details how SEOmoz grew from a small consultancy into a profitable software company with over 10,000 subscribers. The document outlines SEOmoz's plans to raise $20-25 million in funding to expand its product suite, team, and marketing in order to serve a wider audience and become the leading software for organic marketers. The goal is for SEOmoz to become Seattle's next billion dollar company.
Viewers also liked (11)
Similar to Strat Man 5th Ed Ch1 Slctd Slides
27. Nature Of Strategic Management
Strategic management involves ongoing formulation, implementation, and evaluation of plans to help an organization achieve its objectives. Key terms in strategic management include strategists, who are responsible for the organization's success; mission statements, which identify the scope of operations; and external opportunities and threats, as well as internal strengths and weaknesses, which are assessed through environmental scanning.
Strategic Management (Lecture 1 45)
Strategic management involves ongoing formulation, implementation, and evaluation of cross-functional decisions to achieve organizational objectives in light of internal and external environments. Key terms in strategic management include strategists who are responsible for organizational success or failure, mission statements that identify an organization's scope and values, and external opportunities and threats from trends outside an organization's control. Environmental scanning involves researching external information on opportunities and threats as well as analyzing internal strengths and weaknesses.
Business policy & strategic management
This document discusses business policy and strategic management. It begins by defining business policy as guidelines that govern an organization's actions and define decision-making boundaries. It then discusses strategic management, including defining corporate and business unit strategies. It also covers Mintzberg's five perspectives of strategy - plan, ploy, pattern, position, and perspective. Finally, it discusses the importance of vision, mission, and objective statements in guiding an organization's strategic direction.
Businesspolicystrategicmanagement 140114205004-phpapp01
This document provides an overview of business policy and strategic management. It defines business policy as guidelines established by an organization to govern its actions and define decision-making boundaries. Strategic management is the process of identifying competitive advantages through generating and implementing good ideas. The document also discusses Mintzberg's 5 Ps of strategy, including strategy as a plan, ploy, pattern, position, and perspective. Examples of different types of business policies are provided.
strategicmanagement
The document provides an overview of business policy and strategic management. It defines business policy as guidelines established by an organization to govern its actions and define decision-making boundaries. Strategic management is the process of identifying competitive advantages through generating and implementing good ideas. The document also discusses corporate strategy, strategic analysis, Mintzberg's 5 Ps of strategy, levels of strategy, and vision/mission statements.
Chap04
This document discusses strategic management and planning. It defines strategic management and planning, and explains the four stages of the strategic management process: strategic analysis, strategy formulation, strategy implementation, and evaluation and control. It also discusses conducting external and internal analysis, developing a vision and goals, identifying strategic alternatives, and ensuring effective strategy implementation through organizational culture and leadership.
Corporate strategy 2
This document provides an introduction to corporate strategy. It discusses what strategy is, different levels of strategy including corporate strategy, the strategic management process, patterns of strategic development, and how strategic management relates to business planning. It also explores strategic management in different organizational contexts such as small businesses, multinational companies, and non-profit organizations. The document aims to outline the key elements of corporate strategic planning and discuss how strategy develops within organizations and applies in various settings.
Meaning of strategic management & its levels111
Strategic management involves determining a company's strategy and ensuring its implementation. It includes analyzing external/internal factors, formulating strategies to achieve objectives, implementing strategies, and evaluating results. There are three levels of strategy - functional, business unit, and corporate. Functional strategy focuses on operating divisions/departments, business unit strategy on cost leadership/differentiation, and corporate strategy provides an overarching plan and framework. SWOT analysis and other tools help in strategic analysis and planning.
Strategic management
What is strategic management and what are the factors responsible .How does environment play role in strategic management
CORPORATE STRATEGY AND GOVERNANCE a must read
The modern business world now recognizes the importance of strategic issues and the contribution of strategic management to business success. While this has many benefits it also brings many problems. It could be argued that ‘strategy’ (or ‘strategic’) is the most overused/misused phrase in business today. Everybody seems to have a ‘strategy’ for everything. By attaching the term ‘strategy’ to an activity, it somehow becomes more important – “more grand” – but in reality very little actually gets done! To illustrate this, the lecturer recalls the recent experience of sitting through a seemingly endless meeting, listening to people talking on-and-on about ‘strategy’ or the need for a strategic view. Finally, someone said something sensible; ‘… there’s too much strategy and not enough people doing things!’ This blunt comment is memorable for two reasons. Firstly, it ended a tedious meeting. Secondly, and more importantly, it illustrated a key point: strategy must lead to action, not be a substitute for it. Ultimately, all organizations need ‘people doing things’. The goal of strategy is to ensure that they are doing the right things. These actions need to be coordinated, efficiently executed and focused on meeting customer need.
Session 1
1. The document discusses strategy at different levels of an organization, including corporate, business, and operational strategies. It introduces the Exploring Strategy model for analyzing an organization's strategic position, strategic choices, and strategy in action.
2. The Exploring Strategy model examines the external environment, internal capabilities and resources, organizational culture and purpose, and helps identify threats, opportunities, strengths, and weaknesses.
3. Strategic issues can be viewed through different lenses like design, experience, variety, and discourse to generate new insights for strategy analysis.
International business project on mnc by muhammad talha
This document outlines a strategy project for a multinational enterprise. It identifies the team members and divides the topics among them. The topics include strategy formulation, strategic orientations, internal and external assessments, goal setting, implementation, functional strategies, and control/evaluation. For each topic, it provides an outline of the key points to be covered in the project.
Rmb 301 strategic management 1
this is the notes of mba 3rd semester the compulsory subject strategic management the unified syllabus of aktu university
Strategic Management Unit I&II
The document provides an overview of strategic management including definitions, comparison of strategic, tactical and operational levels, types of policies, and the strategic management process. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its objectives. The strategic management process involves vision and mission formulation, objective setting, strategy development, implementation, and performance evaluation. It aims to create value through exploiting core competencies and achieving synergy.
Strategic Management
Strategic management involves developing sustainable competitive advantages through value-creating strategies that competitors cannot duplicate at low cost. Core competencies in resources and capabilities allow for such advantages. Strategic decisions are important, involve uncertainty and alternatives, commit significant resources, and are difficult to reverse. Strategy can emerge through processes or be designed through formal planning, though planning has limitations in predicting the future, separating formulation from implementation, and allowing flexibility. The evolution of strategic management has progressed from a focus on budgets and control to areas like industry analysis, competitive advantage, innovation, and knowledge. Strategic management links a firm's goals, resources and structure to its industry environment and competitors to generate and sustain value.
COURSE_TITLE_MANAGERIAL_ECONOMICS.pdf
This document provides an overview of the Managerial Economics course at the National Open University of Nigeria. It discusses the need for the course due to growing complexity in business decision making and the increasing importance of applying economic principles. The course objectives are outlined as helping students understand key economic concepts and tools to aid business objectives and decision making. The course structure is presented in modules covering topics such as market demand analysis, production and costs, and market structures.
Managerial economics
This document provides an overview of the Managerial Economics course at the National Open University of Nigeria. It discusses the need for the course due to growing complexity in business decision making and the increasing importance of applying economic principles. The course objectives are outlined as helping students understand key economic concepts and tools to aid in decision making and analysis of areas like demand, production, and pricing. The course structure is presented in modules that cover topics such as market analysis, demand forecasting, cost analysis, and market structures.
Course syllabus rule
This course syllabus outlines a corporate strategic planning course taught over 18 weeks. The course will cover topics including analyzing the external environment, formulating business and corporate level strategies, implementing strategies, and strategic control. Students will be assessed based on attendance, discipline, assignments, midterm exam, and final exam. Required reading includes textbooks on strategic management and assigned chapters will be supplemented with additional materials. The course is designed to help students integrate knowledge of strategic management and move firms toward achieving objectives.
Strategic Management Essay
Strategic Management Essay
Strategic Management Essay
Strategic Management
Essay on Strategic Management
Strategic Management
Swot Analysis : Strategic Management Essay
Nature of Strategic Management
Strategic Management Essay
Benefits of strategic management Essay
Reflection Paper On Strategic Management
Essay about Strategic Management
Essay about International Strategic Management
Strategic Management : Jaguar Land Rover
Essay on Definition Of Strategic Management
Strategic Management.Pdf
Strategic Management
Strategic Management
Global Strategic Management Essay
Essentials of strategic management
This document provides a summary of the book "Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formulation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, the importance of being a learning organization, and the roles and responsibilities of corporate boards in strategic decision making.
Similar to Strat Man 5th Ed Ch1 Slctd Slides (20)
Businesspolicystrategicmanagement 140114205004-phpapp01
Businesspolicystrategicmanagement 140114205004-phpapp01
International business project on mnc by muhammad talha
International business project on mnc by muhammad talha
More from Prof Richard Lynch, Middlesex University
Global Management 9
This document discusses political, economic and business risks that companies face when operating internationally and outlines methods for handling such risks. It explores macro and micro political risks in a country and evaluates them using the E-S-P paradigm. It also discusses company strategies for managing risks, such as integrative and protective techniques. Finally, it outlines well-constructed negotiation strategies and guidelines that are important for companies dealing with national governments on complex negotiations that can take months to complete.
Global Management 7
The document discusses several key topics related to global management, knowledge, technology, and innovation. It defines the differences between tacit and explicit knowledge, as well as technology and innovation. It also outlines considerations for multinational enterprises and smaller companies in developing and transferring technology across borders, such as classifying technology skills and addressing host government attitudes. The document also explores innovation processes in large and small companies and guidelines for seeking innovation.
Global Management 6
The document discusses the internal organization and external relationships of multinational enterprises (MNEs) and smaller companies. It covers developing an internal organizational structure, moving towards a transnational structure, and developing external relationships through alliances and joint ventures. The key aspects are analyzing organizational culture, adopting different structures at different stages of international expansion, building strategic and organizational flexibility, and selecting partners based on complementary skills and compatible goals and cultures.
Global Management 5
Global management often requires integrating activities across functions and managing resources globally. Some key cross-functional issues include adapting products to local markets while maintaining branding consistency. Managing human resources across diverse cultures also presents challenges in areas like leadership style and developing transnational managers. Financial resource management involves issues such as managing global cash flows, hedging foreign exchange risk, and ensuring adequate banking and insurance infrastructure for international operations.
Global Management 4
The document discusses global operations management from three perspectives:
1) It analyzes how and where operations contribute value in different countries, how operations strategy decisions are made, and how these decisions impact other business functions.
2) It examines decisions around make-or-buy, supplier relationships, product design, factory layout, and their implications for human resources and marketing.
3) It discusses managing production globally and the use of total quality management, noting that TQM requires support from top management, works across the entire organization, and emphasizes getting processes right the first time.
Global Management 3
The document summarizes several key topics related to world trade:
1) It outlines the main world institutions associated with world trade, including the International Monetary Fund, World Bank, World Trade Organization, and Organization for Economic Cooperation and Development.
2) It explores the main economic theories of world trade from comparative advantage to more modern theories.
3) It discusses the relevance of trade theories and barriers/regulations for multinational enterprises and companies seeking to engage in international trade.
More from Prof Richard Lynch, Middlesex University (6)
Recently uploaded
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Build a Module in Odoo 17 Using the Scaffold Method
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
The Diamonds of 2023-2024 in the IGRA collection
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS Template 2023-2024 by: Irene S. Rueco
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...National Information Standards Organization (NISO)
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.How to Setup Warehouse & Location in Odoo 17 Inventory
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
The History of Stoke Newington Street Names
Presented at the Stoke Newington Literary Festival on 9th June 2024
www.StokeNewingtonHistory.com
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingExcellence Foundation for South Sudan
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.Hindi varnamala | hindi alphabet PPT.pdf
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)Academy of Science of South Africa
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.How to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Aberdeen
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Recently uploaded (20)
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
Executive Directors Chat Leveraging AI for Diversity, Equity, and Inclusion
How to Build a Module in Odoo 17 Using the Scaffold Method
How to Build a Module in Odoo 17 Using the Scaffold Method
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
How to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 Inventory
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
What is Digital Literacy? A guest blog from Andy McLaughlin, University of Ab...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Strat Man 5th Ed Ch1 Slctd Slides
- 1. What is Strategic Management? Video summary of Chapter 1 © Copyright Richard Lynch 2009. All rights reserved
- 3. What is strategic management ? But both the environment and the organisation are constantly changing: called strategy dynamics Environment Environment Environment Environment Organisation’s resources New strategies for such areas as people, finance, brands, networks Opportunity: growing economy Threat : competitive activity Opportunity : new customers Threat : new technology allows new suppliers into the market See Lynch, Chapter 5 for more on strategy dynamics
- 7. Prescriptive model of business strategy Environment Resources Purpose Options Options Options Choice Implement Perhaps more options... The prescriptive strategy process - see Lynch, Ch 1
- 8. Emergent model of business strategy Environment Resources Purpose Strategy development and implementation Keypoint : creative, experimental, more difficult to describe but essential See: Lynch, Chapters 7 and 11 The emergent strategy process – based on Quinn 1990, Senge 1990, Argyris 1977, Mintzberg 1987 and others